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attention. Therefore SAA
started to search for a robust
performance-management tool
that would provide
management with timely,
accurate and relevant
information about the factors
that influence organizational
and employee performance.
SAA’s values strive for good
performance management
Excellence in performance and
accountability are important values for
SAA. They set goals beyond the best
and reinforce high quality
performance standards and achieve
excellence through implementing best
practices. They also take responsibility
for individual and team actions,
decisions and results by establishing
clear plans and goals and measuring
their progress against them, while
discerning a deeper purpose in one’s
everyday job.
The business need
One of SAA’s strategic objectives is to
inculcate a culture of performance.
SAA already had a no-frills, manual
performance-management tool
implemented, but it was not effective.
It required a lot of paperwork, and did
not provide any real information on
growth. It was also incentive driven,
South African Airways’
vision is to be the
“carrier of choice in the
markets we serve”.
South African Airways
was one of only three
African airlines to pass
IATA’s Operational
Safety Audit (IOSA) in
2005. The recent
blacklisting from
European skies of some
85 African carriers that
the EU considers unsafe
further underscores the
importance of SAA’s
services to Africans.
CUSTOMER CASE:
“Compared to several other
systems we explored, QPR
provided the end-to-end
solution we were looking for to
measure organizational and
employee performance.”
Martie Daniels, Manager,
Performance Management,
Human Resources, SAA
www.qpr.com
customercare@qpr.com
Copyright © 2007 QPR Software Plc
which limited the scope to a great
extent compared with the measuring
possibilities provided by an actual
performance-management solution.
Stronger emphasis on acquiring
professional performance management
became an imperative investment
issue. Therefore SAA decided to
implement a Performance
Management system that will facilitate
the increase in productivity, quality,
and customer service, improve
operational efficiencies, reduce cost
and in turn increase profitability.
The above-mentioned objective has
become even more important during
the current restructuring exercise, to
ensure that progress on the
restructuring initiatives is tracked and
monitored and that employees are
held accountable.
“We went out on a public tender to
source a world-class software vendor
that could assist in the design and
implementation of an automated and
integrated Performance Management
system for us,” explains Martie
Daniels, Manager for Performance
Management at SAA.
“We received 11 bids, but none
of the other systems could
compare to QPR in terms of
ease of use and integration,
cost-effectiveness and
turnaround time for
implementation.”
The implementation phase
covered around 500 models
QPR ScoreCard was implemented to
help the management attend to
financial problems impacting performance
in the short term, as well as in
stepping up its cost-cutting drive to
ensure the long-term sustainability
and profitability of the airline. QPR thus
plays a pivotal role in SAA’s current
restructuring process from a strategic
as well as a human-resourceperformance
and skills-development
perspective.
One of QPR’s local partners in South
Africa, Executive Business Solutions
(EBS), was appointed to design the
performance-management framework,
policy and models. The first phase took
almost a year, as it included the
development and building of all the
actual performance contracts (about
300 for management and 200 or so for
junior staff). The output of the
contracts is measured, while all HR
processes, policies and procedures
are modeled in QPR ProcessGuide.
“We could not have asked for a
better partner than EBS: they
are customer-focused, professional
and true to their word.”
The system went live on April 1, 2006
for the management level. SAA has
flattened the group’s structure, making
executives more accessible, in touch
and accountable. The group has also
　
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